Post on 22-Dec-2015
transcript
Outline
The Strategic Network PlanTo Plan…or Not?The Crouch DiagramSix Tips for Strategic PlanningTen Pitfalls of Strategic PlanningFactors in Selecting StrategiesPlanning TeamsWho Should Be Involved in Planning?
The Strategic Network Plan
Strategic planning determines Where an organization is going over the next
year or more How it's going to get there How it'll know if it got there or not
Far more important than the strategic plan document, is the planning process itself
To Plan…or Not?
The most basic question to ask before starting a strategic planning process is whether to develop a strategic planThe question of whether or not to develop a strategic plan may be based on answers to the following questions:
To Plan…or Not?
What purpose will the strategic plan serve?How will it help the organization?Will it be better than the system we use now?Are those in leadership positions committed to strategic planning?How much will it cost in terms of time and personnel effort?
To Plan…or Not?
Who should be on the planning team?Does anyone have experience with strategic planning?Do we think we can do it?Are we willing to make decisions about our future?Will we actually use the plan?What overriding crises would inhibit our ability to plan?
The Crouch Diagram
Why are we in business?
How do we do business?
Where are we now?
Where do we want to be?
How do we get there?
How will we know we’ve arrived?
The Crouch Diagram
Why are we in business?
How do we do business?
Where are we now?
Where do we want to be?
How do we get there?
How will we know we’ve arrived?
• Vision• Driving Force• Mission
The Crouch Diagram
Why are we in business?
How do we do business?
Where are we now?
Where do we want to be?
How do we get there?
How will we know we’ve arrived?
• Values• Climate• Culture
The Crouch Diagram
Why are we in business?
How do we do business?
Where are we now?
Where do we want to be?
How do we get there?
How will we know we’ve arrived?
• Strengths• Weaknesses• Opportunities• Threats• Competition• Constraints
The Crouch Diagram
Why are we in business?
How do we do business?
Where are we now?
Where do we want to be?
How do we get there?
How will we know we’ve arrived?
• Strategy
The Crouch Diagram
Why are we in business?
How do we do business?
Where are we now?
Where do we want to be?
How do we get there?
How will we know we’ve arrived?
• Tactics• Resources
The Crouch Diagram
Why are we in business?
How do we do business?
Where are we now?
Where do we want to be?
How do we get there?
How will we know we’ve arrived?
GAPANALYSIS
The Crouch Diagram
Why are we in business?
How do we do business?
Where are we now?
Where do we want to be?
How do we get there?
How will we know we’ve arrived?
• Co-Ordination• Budgets• Controls• Reports• Milestones
The Crouch Diagram
For network design and implementation, I believe the most important questions are: Where do we want to be? How do we get there?
You need information: SWOT Constraints Reports
Six Tips for Strategic Planning
1. Strategic planning is a way of thinking, an on going processThe plan is never perfect or complete
2. Keep the planning simple and manageable
3. Involve the organization’s leadersDon't give away the planning task to
support staff or consultants
Six Tips for Strategic Planning
4. Emphasize creativity, innovation, and imagination rather than blindly following a set of planning steps
5. Don't adopt strategies without careful consideration of how they will be implemented
6. Strategic planning is not an end in itselfIt is a tool to help the organization accomplish
its mission
Ten Pitfalls of Strategic Planning
1. Planning the future primarily on the basis of statistical and financial projections or forecasts
2. Over-nighting a thick packet of forms to every branch to complete and return them to the corporate office in 10 business days
Ten Pitfalls of Strategic Planning
3. Giving strategic planning lip-service, but not giving time or support necessary to develop or implement a credible plan
4. Rolling out a new company-wide, long-term planning process and leaving incentive packages tied to short-term results unchanged
Ten Pitfalls of Strategic Planning
5. Blaming competitors, customers, payers, regulators, or the sales force for the poor strategic performance of the agency or company
6. Investing in training all line managers in techniques to build an exciting agency future and then downsizing
Ten Pitfalls of Strategic Planning
7. Adopting a strategy inherited through the acquisition of a former rival or simply imitating a current competitor
8. Starting with a vision or mission that fails to capture the imagination and ownership of the grunts in the field
Ten Pitfalls of Strategic Planning
9. Letting the bean counters in the business office or in accounting or finance reduce the future to a series of monthly bottom lines
10. Trying to step into the future with both feet planted firmly in past because of a myopic view of tomorrow as what we like about today
Four Basic Strategies
Rational-Empirical
People are rational and follow self interest
change based on communication of information and offering incentives
Normative-Re-educative
People are social beings and follow social norms
change based on redefining and reinterpreting existing norms, & developing commitment to new norms
Power-Coercive
People are mostly compliant, do as they’re told
change based on the exercise of authority and the imposition of sanctions
Environmental-Adaptive
People oppose loss/disruption but adapt readily
change based on building a new organisation and gradually transferring people to the new one
Factors in Selecting Strategies
There is no single perfect strategy … please consider:Degree of Resistance
Strong: Power-Coercive & Environmental-Adaptive Weak: Rational-Empirical & Normative-Re-
educative
Target Population Large populations need all four strategies in a mix
‘something for everyone’
Factors in Selecting Strategies
The Stakes High stakes need all four strategies in a
mix‘nothing left to chance’
The Time Frame Short: Power-Coercive Longer: Rational-Empirical &
Environmental-Adaptive & Normative-Re-educative
Factors in Selecting Strategies
Expertise Mix the strategies according to the
expertise of the Change Agents
Dependency If organisation is dependant on its people,
managements ability to lead is limited If people are dependant on the
organisation,their ability to resist or oppose is limited
Mutual dependency requires negotiation
Marketing StrategiesCurrent Customers
New Customers in Related Fields
New Customers in Unrelated Fields
New Services in Unrelated Fields
STRATEGY VIIPRODUCT/SERVICEINNOVATIONHigh InvestmentLow ReturnHigh Risk
STRATEGY VIIIHigh InvestmentModerate ReturnHigh Risk
STRATEGY IXSTARTUPOPERATIONHigh InvestmentHigh ReturnVery High Risk
New Services in Related Fields
STRATEGY IVPRODUCT/SERVICEDEVELOPMENTModerate InvestmentLow ReturnLow Risk
STRATEGY VDIVERSIFICATIONModerate InvestmentModerate ReturnModerate Risk
STRATEGY VIModerate InvestmentHigh ReturnHigh Risk
Current Services
STRATEGY IMARKETPENETRATIONLow InvestmentLow ReturnVery Low Risk
STRATEGY IIMARKETDEVELOPMENTLow InvestmentModerate ReturnLow Risk
STRATEGY IIIMARKETINNOVATIONLow InvestmentHigh ReturnHigh Risk
Planning Teams
The planning design frequently calls for a small team to direct efforts and develop the written document Input should come from the entire
organization so that each member has a stake in the process and outcome
Team members should Work well together Be committed to the process Be respected by their peers
Planning Teams
Team Leader Should understand planning well
enough to help others through the process
If this is a first-time experience for everyone involved, out side expertise may be useful to provide an initial orientation or a jump start
Who Should Be Involved in Planning?
Establish clear guidelines for membership, for example Those directly involved in planning Those who will provide key information
to the process Those who will review the plan
document Those who will authorize the document Etc
Who Should Be Involved in Planning?
The chief executive and board chair should be included in the planning group Should drive development and
implementation of the plan
Who Should Be Involved in Planning?
A primary responsibility of a board of directors is strategic planning to effectively lead the organization Therefore, insist that the board be
strongly involved in planning Including assigning a planning
committee (often, the same as the executive committee)
Who Should Be Involved in Planning?
Always include in the group, at least one person who ultimately has authority to make strategic decisionsEnsure that as many stakeholders as possible are involved in the planning process
Who Should Be Involved in Planning?
Involve at least those who are responsible for composing and implementing the planInvolve someone to administrate the process, including Arranging meetings Helping to record key information Helping with flipcharts Monitoring status of prework, etc
Who Should Be Involved in Planning?
Phases in Team membershipStrong board involvement in determining the organization’s strategic direction Mission Vision Values
Who Should Be Involved in Planning?
Then more staff involvement in determining the organization’s strategic analysis to determine its current issues and goalsThen primarily the staff to determine the strategies needed to address the issues and meet the goals